The Civil Rights Act of 1991 gives women considerable more clout in their defense against discrimination than did the Civil Rights Act of 1964. The Civil Rights Act of 1964 prohibited discrimination against women who successfully filed suit against their employers for unfair practices. The Act also states that these women can only receive back pay and reinstatement in their old jobs. However, the 1991 Civil Rights Act, incorporated previous laws while also easing the burden on employees suing to prove job discrimination. Wit

Although the presence of strong laws is powerful ammunition to fight to eliminate discrimination in the workplace, litigation is not the most effective solution to the problem. Women who experience workplace discrimination are often reluctant to file official complaints for a variety of reasons including; feelings of inadequacy, fear of reprisal, and fear of being labeled troublemakers. Some women also fear retaliation from their employers as well.

For instance, the male partners assumed that the women were reluctant to engage in business travel and informal business gatherings. As a result of the confrontation, Coopers and Lybrand initiated programs to address diversity issues. These programs included mentoring and formal training. "Coopers and Lybrand proclaimed that 30 percent of their new partners by the year 2000 would be women, up from 17 percent in 1999" (Glover 16).

As part of their allegation, they pointed to sexually offensive commercials that Stroh's aired featuring the Swedish bikini team, scantily clad young women with large breasts. The Stroh plaintiffs contended that the ads were proof that the company sanctions sexism. "The company has defended its ads as simple entertainment protected by the First Amendment's guarantee of free speech" (Vilanch 7). The plaintiffs in the Stroh case won their lawsuit and created a landmark decision for challenges of this type, particularly due to the fact the courts must now decide based on the reasonable woman.

Although some companies are diversifying their executive workforces, most companies prefer to initiate these diversity efforts on their own, rather than being forced into it by legislative quotas or affirmative action. For example, Coopers and Lybrand, whose all-male corporate management committee was confronted by its female employees last year, regarding the absence of women in management, preferred to resolve the situation themselves. At issue, was the fact that women only accounted for 8 percent of the firms' 1,300 partners and only 3 percent of the firm's 70 regional managers.

hin the new law, a successful litigant can collect monetary damages, as well as, request a jury trial, sue in conjunction with

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